50 COMMON INTERVIEW QUESTIONS AND ANSWERS

Review these typical interview questions and think about how you would answer them. Read the questions listed; you will also find some strategy suggestions with it. 1. Tell me about yoursel ! The most often asked question in interviews. You need to have a short statement prepared in your mind. Be careful that it does not sound rehearsed. Limit it to work related items unless instructed otherwise. Talk about things you have done and !obs you have held that relate to the position you are interviewing for. "tart with the item farthest back and work up to the present. ". W#y $%$ you lea&e your last 'ob( "tay positive regardless of the circumstances. #ever refer to a ma!or problem with management and never speak ill of supervisors$ co workers or the organi%ation. &f you do$ you will be the one looking bad. 'eep smiling and talk about leaving for a positive reason such as an opportunity$ a chance to do something special or other forward looking reasons. ). W#at e*+er%e,-e $o you #a&e %, t#%s %el$( "peak about specifics that relate to the position you are applying for. &f you do not have specific e(perience$ get as close as you can. .. Do you -o,s%$er yoursel su--ess ul( You should always answer yes and briefly e(plain why. ) good e(planation is that you have set goals$ and you have met some and are on track to achieve the others. 5. W#at $o -o/0or1ers say about you( Be prepared with a quote or two from co workers. *ither a specific statement or a paraphrase will work. +ill ,lark$ a co worker at "mith ,ompany$ always said & was the hardest workers she had ever known. &t is as powerful as +ill having said it at the interview herself. 2. W#at $o you 1,o0 about t#%s or3a,%4at%o,( This question is one reason to do some research on the organi%ation before the interview. -ind out where they have been and where they are going. .hat are the current issues and who are the ma!or players/ 5. W#at #a&e you $o,e to %m+ro&e your 1,o0le$3e %, t#e last year( Try to include improvement activities that relate to the !ob. ) wide variety of activities can be mentioned as positive self improvement. 0ave some good ones handy to mention. 6. Are you a++ly%,3 or ot#er 'obs( Be honest but do not spend a lot of time in this area. 'eep the focus on this !ob and what you can do for this organi%ation. )nything else is a distraction. 7. W#y $o you 0a,t to 0or1 or t#%s or3a,%4at%o,( This may take some thought and certainly$ should be based on the research you have done on the organi%ation. "incerity is e(tremely important here and will easily be sensed. Relate it to your long term career goals. 10. Do you 1,o0 a,yo,e 0#o 0or1s or us( Be aware of the policy on relatives working for the organi%ation. This can affect your answer even though they asked about friends not relatives. Be careful to mention a friend only if they are well thought of.

11. W#at 1%,$ o salary $o you ,ee$( ) loaded question. ) nasty little game that you will probably lose if you answer first. "o$ do not answer it. &nstead$ say something like$ That1s a tough question. ,an you tell me the range for this position/ &n most cases$ the interviewer$ taken off guard$ will tell you. &f not$ say that it can depend on the details of the !ob. Then give a wide range. 1". Are you a team +layer( You are$ of course$ a team player. Be sure to have e(amples ready. "pecifics that show you often perform for the good of the team rather than for yourself are good evidence of your team attitude. 2o not brag$ !ust say it in a matter of fact tone. This is a key point. 1). 8o0 lo,3 0oul$ you e*+e-t to 0or1 or us % #%re$( "pecifics here are not good. "omething like this should work3 &1d like it to be a long time. 4r )s long as we both feel &1m doing a good !ob. 1.. 8a&e you e&er #a$ to %re a,yo,e( 8o0 $%$ you eel about t#at( This is serious. 2o not make light of it or in any way seem like you like to fire people. )t the same time$ you will do it when it is the right thing to do. .hen it comes to the organi%ation versus the individual who has created a harmful situation$ you will protect the organi%ation. Remember firing is not the same as layoff or reduction in force. 15. W#at %s your +#%loso+#y to0ar$s 0or1( The interviewer is not looking for a long or flowery dissertation here. 2o you have strong feelings that the !ob gets done/ Yes. That1s the type of answer that works best here. "hort and positive$ showing a benefit to the organi%ation. 12. I you #a$ e,ou3# mo,ey to ret%re r%3#t ,o09 0oul$ you( )nswer yes if you would. But since you need to work$ this is the type of work you prefer. 2o not say yes if you do not mean it. 15. 8a&e you e&er bee, as1e$ to lea&e a +os%t%o,( &f you have not$ say no. &f you have$ be honest$ brief and avoid saying negative things about the people or organi%ation involved. 16. E*+la%, #o0 you 0oul$ be a, asset to t#%s or3a,%4at%o,( You should be an(ious for this question. &t gives you a chance to highlight your best points as they relate to the position being discussed. 5ive a little advance thought to this relationship. 17. W#y s#oul$ 0e #%re you( 6oint out how your assets meet what the organi%ation needs. 2o not mention any other candidates to make a comparison. "0. Tell me about a su33est%o, you #a&e ma$e. 0ave a good one ready. Be sure and use a suggestion that was accepted and was then considered successful. 4ne related to the type of work applied for is a real plus. "1. W#at %rr%tates you about -o/0or1ers( This is a trap question. Think real hard but fail to come up with anything that irritates you. ) short statement that you seem to get along with folks is great. "". W#at %s your 3reatest stre,3t#( #umerous answers are good$ !ust stay positive. ) few good e(amples3Your ability to prioriti%e$ Your problem solving skills$ Your ability to work under pressure$ Your ability to focus on pro!ects$ Your professional e(pertise$ Your leadership skills$ Your positive attitude .

"). Tell me about your $ream 'ob. "tay away from a specific !ob. You cannot win. &f you say the !ob you are contending for is it$ you strain credibility. &f you say another !ob is it$ you plant the suspicion that you will be dissatisfied with this position if hired. The best is to stay genetic and say something like3 ) !ob where & love the work$ like the people$ can contribute and can1t wait to get to work. ".. W#y $o you t#%,1 you 0oul$ $o 0ell at t#%s 'ob( 5ive several reasons and include skills$ e(perience and interest. "5. W#at are you loo1%,3 or %, a 'ob( "ee answer 7 89 "2. W#at 1%,$ o +erso, 0oul$ you re use to 0or1 0%t#( 2o not be trivial. &t would take disloyalty to the organi%ation$ violence or lawbreaking to get you to ob!ect. :inor ob!ections will label you as a whiner. "5. W#at %s more %m+orta,t to you! t#e mo,ey or t#e 0or1( :oney is always important$ but the work is the most important. There is no better answer. "6. W#at 0oul$ your +re&%ous su+er&%sor say your stro,3est +o%,t %s( There are numerous good possibilities3 Loyalty$ *nergy$ 6ositive attitude$ Leadership$ Team player$ *(pertise$ &nitiative$ 6atience$ 0ard work$ ,reativity$ 6roblem solver. "7. Tell me about a +roblem you #a$ 0%t# a su+er&%sor Biggest trap of all. This is a test to see if you will speak ill of your boss. &f you fall for it and tell about a problem with a former boss$ you may well below the interview right there. "tay positive and develop a poor memory about any trouble with a supervisor. )0. W#at #as $%sa++o%,te$ you about a 'ob( 2on1t get trivial or negative. "afe areas are few but can include3#ot enough of a challenge. You were laid off in a reduction ,ompany did not win a contract$ which would have given you more responsibility. )1. Tell me about your ab%l%ty to 0or1 u,$er +ressure. You may say that you thrive under certain types of pressure. 5ive an e(ample that relates to the type of position applied for. )". Do your s1%lls mat-# t#%s 'ob or a,ot#er 'ob more -losely( 6robably this one. 2o not give fuel to the suspicion that you may want another !ob more than this one. )). W#at mot%&ates you to $o your best o, t#e 'ob( This is a personal trait that only you can say$ but good e(amples are3 ,hallenge$ )chievement$ Recognition. ).. Are you 0%ll%,3 to 0or1 o&ert%me( N%3#ts( Wee1e,$s( This is up to you. Be totally honest. )5. 8o0 0oul$ you 1,o0 you 0ere su--ess ul o, t#%s 'ob( "everal ways are good measures3 You set high standards for yourself and meet them. Your outcomes are a success.Your boss tell you that you are successful. )2. Woul$ you be 0%ll%,3 to relo-ate % re:u%re$( You should be clear on this with your family prior to the interview if you think there is a chance it may come up. 2o not say yes !ust to get the !ob if the real answer is no. This can create a lot of problems later on in your career. Be honest at this point and save yourself future grief.

)5. Are you 0%ll%,3 to +ut t#e %,terests o t#e or3a,%4at%o, a#ea$ o your o0,( This is a straight loyalty and dedication question. 2o not worry about the deep ethical and philosophical implications. +ust say yes. )6. Des-r%be your ma,a3eme,t style. Try to avoid labels. "ome of the more common labels$ like progressive$ salesman or consensus$ can have several meanings or descriptions depending on which management e(pert you listen to. The situational style is safe$ because it says you will manage according to the situation$ instead of one si%e fits all. )7. W#at #a&e you lear,e$ rom m%sta1es o, t#e 'ob( 0ere you have to come up with something or you strain credibility. :ake it small$ well intentioned mistake with a positive lesson learned. )n e(ample would be working too far ahead of colleagues on a pro!ect and thus throwing coordination off. .0. Do you #a&e a,y bl%,$ s+ots( Trick question. &f you know about blind spots$ they are no longer blind spots. 2o not reveal any personal areas of concern here. Let them do their own discovery on your bad points. 2o not hand it to them. .1. I you 0ere #%r%,3 a +erso, or t#%s 'ob9 0#at 0oul$ you loo1 or( Be careful to mention traits that are needed and that you have. .". Do you t#%,1 you are o&er:ual% %e$ or t#%s +os%t%o,( Regardless of your qualifications$ state that you are very well qualified for the position. .). 8o0 $o you +ro+ose to -om+e,sate or your la-1 o e*+er%e,-e( -irst$ if you have e(perience that the interviewer does not know about$ bring that up3 Then$ point out ;if true< that you are a hard working quick learner. ... W#at :ual%t%es $o you loo1 or %, a boss( Be generic and positive. "afe qualities are knowledgeable$ a sense of humor$ fair$ loyal to subordinates and holder of high standards. )ll bosses think they have these traits. .5. Tell me about a t%me 0#e, you #el+e$ resol&e a $%s+ute bet0ee, ot#ers. 6ick a specific incident. ,oncentrate on your problem solving technique and not the dispute you settled. .2. W#at +os%t%o, $o you +re er o, a team 0or1%,3 o, a +ro'e-t( Be honest. &f you are comfortable in different roles$ point that out. .5. Des-r%be your 0or1 et#%-. *mphasi%e benefits to the organi%ation. Things like$ determination to get the !ob done and work hard but en!oy your work are good. .6. W#at #as bee, your b%33est +ro ess%o,al $%sa++o%,tme,t( Be sure that you refer to something that was beyond your control. "how acceptance and no negative feelings. .7. Tell me about t#e most u, you #a&e #a$ o, t#e 'ob. Talk about having fun by accomplishing something for the organi%ation. 50. Do you #a&e a,y :uest%o,s or me( )lways have some questions prepared. =uestions prepared where you will be an asset to the organi%ation are good. 0ow soon will & be able to be productive/ and .hat type of pro!ects will & be able to assist on/ are e(amples.

WA; O< ANSWERIN=

Regardless of what type of question you are asked$ you will find it easier to respond effectively if you keep in mind some basic question answering strategies3 You can never predict every question that you will encounter$ so approach the interview with an %,&e,tory of important points. :ake a list of the points about yourself that you want the interviewer to know. -or e(ample$ if you were to apply for a !ob as a "ales Representative$ you might want to list the products you have sold before$ types of customers ;by industry$ age$ etc.<$ languages spoken$ personal e(perience in that industry and related knowledge ;perhaps from your academic program<. ,onsider each question an opportunity to provide some of this information. 2on1t assume anything. ;ou 0%ll be e&aluate$ o, your a,s0ers9 ,ot your resume. Therefore$ ensure you incorporate the relevant information from your resume in your answers. 6ause a couple of seconds before you respond to each question$ even if you know e(actly what you want to say. Take this time to quickly plan your answer$ this helps to avoid misunderstandings and produces much more concise answers. &f you don1t understand a question$ ask for clarification. This is e(pected and is preferable to providing an unsuitable answer. &f you need time to collect your thoughts take it. .hen people are nervous they tend either to >draw a blank> or to babble. &t is better to think for a few moments and make sure that your answer is doing you !ustice and that there is a point to what you are saying. )lways e(pand. #ever answer a question with a "yes" or "no." The interview is an opportunity for you to sell yourself. 2on1t be afraid to 1blow your own horn.1 )s long as you can back up what you are saying with e(amples which demonstrate that what you are saying is true$ you are not bragging. Third party observations can also be mentioned. -or e(ample$ "My last employer told me that I was promoted because of how I handled conflicts with clients." Be very positive. 2on1t complain about anything from your former employer to the weather and don1t apologi%e for e(perience that you don1t have. +ust sell what you $o have and let the employer decide if you have what he?she is looking for. )lso$ avoid negative words. -or e(ample$ you would not say "I have a little experience...," you would say "I have experience......" 2on1t be afraid to repeat important points. &n fact$ it is a good idea to do this.

W8EN ;OU ARE <ACIN= A >ANE? O< INTERVIEWERS9 MA@E ;OUR AEST MOVES. .hether you are searching for !obs$ looking for career avenues or climbing the corporate ladder$ you can1t escape team interviews these days. The problem is that such interviews don1t have a pattern to them. They come in different forms. You could be facing your prospective team members. 4r you could be up against the top brass@0R vice president$ the section head$ the operations chief. 4r you could also be sent to a recruitment assessment centre for multi parametric evaluation ;psychological tests for pressure handling abilities$ team player skills and so on<. Try these ten tips for surviving$ and scoring$ in a team interview. 5&A* A)R&*TY T4 Y4BR )#".*R" Remember you m%3#t be %,ter&%e0e$ by $% ere,t +a,els. Do,Bt 3%&e a sto-1 a,s0er to all o t#em. T#eyBll be -om+ar%,3 ,otes. Repackage your skills so that they sound different. &f you1re showcasing pro!ect C as your ma!or achievement in your present !ob before one team$ talk about pro!ect B before another interview panel. ) technical team will tune in to techie talk; an 0R team would rather hear about your interpersonal skills. <INE/TUNE INTER>ERSONA? S@I??S 6ull out the stops on your group management and group presentation skills. &nterviewers are people after all. Look for the personality type underscoring each interviewer.Then try and connect with each one of them without getting personal. Bsually the best way to make contact is to pro!ect values that you feel you can share with your interviewers. DONBT QUA@E IN ;OUR AOOTS &nterviewers are not ogres. They are looking for e(cuses to hire you$ not spill your guts. 2on1t be obsequious. That conveys low self esteem. &f you face your interviewers with fear in your eyes$ they won1t like what they see. They are #4T sadists.

>RE>ARE <OR STRESS You1ll be up against a time crunch in a team interview. &n one on ones$ the interviewer might be taking notes$ allowing you little breathers. #o such luck with four people firing questions at you. Bse stress control techniques to soothe your nerves. You might even use the e(tra adrenaline to sharpen your responses.

S8OWCASE T8E IM>ORTANT T8IN=S List seven important things that fit the !ob description of the advertised post. 6repare to present skills that fit such traits. &t helps to talk to friends familiar with the !ob description. You can even ask them to prepare tests that you can take from them.

REHEARSE WELL Put together three family members or friends with diverse personality traits. Recreate the formality of a team interview situation and ask them to fire nonstop questions at you. That will serve as a useful practice session. Ask for serious feedback, especially about weak areas in your answers. Questions about qualifications and work e perience are usually generic, so what your mock team asks you is bound to be pretty close to the real stuff.

CREATE A MENTAL PICTURE OF YOURSELF Boost your self-conf !ence "y see n# yourself $s st$r %erfor&er '(o)s $ cut $"o*e+ See yourself $ns'er n# ' t( el$n t(e ,uest ons you e-%ect+ T(en re%l$y your $ns'ers $n! $s. yourself t(ese ,uest ons/ !ow interesting were your observations" #id most of your responses begin the same way" #id you use $we$ often, suggesting team%player attributes" Are there traces of humour in your responses"

AS0 1OO2 3UESTIONS Research is integral to a good interview performance. &ind out as much about you can about the company concerned. 'rowse the (et, check company reports, put together news clips. Armed with your background brief, ask relevant questions about the company. )f you think you have a bright idea about any ongoing activity, try this* +#id the company consider this option ...+

LOO0 BEYON2 THE OB4IOUS ,our interview team has some core queries about you. )t$s these they want you to address. Try and look beyond the upfront questions to decipher their e act intent. Then respond to fill in what the team is really looking for. &lesh out your answers to focus on the team$s concerns. )f they ask you about your perception of the company$s -./P policy, they want you to present your e pectation from a stock option plan. Answer in sync with the general tenor of the interview. )f your work involves individual research besides team work, don$t go overboard about team%player abilities. 'alance your answer. 0ention how sometimes individual work is more productive though team work is needed to put into action ideas generated by individual research.

=REAT INTERVIEWS ARISE <ROM CARE<U? =ROUNDWOR@. ;OU CAN ACE ;OUR NECT INTERVIEW I< ;OU! *nter into a state of rela(ed concentration. This is the state from which great basketball players or 4lympic skaters operate. You1ll need to quiet the negative self chatter in your head through meditation or visuali%ation prior to sitting down in the meeting. You1ll focus on the present moment and will be less apt to e(perience lapses in concentration$ nervousness$ self doubt and self condemnation. )ct spontaneous$ but be well prepared. Be your authentic self$ professional yet real. *ngage in true conversation with your interviewer$ resting on the preparation you did prior to coming to the meeting. ,onduct several trial runs with another person simulating the interview before it actually occurs. &t1s the same as anticipating the questions you1ll be asked on a final e(am. "et goals for the interview. &t is your !ob to leave the meeting feeling secure that the interviewer knows as much as he or she possibly can about your skills$ abilities$ e(perience and achievements. &f you sense there are misconceptions$ clear them up before leaving. &f the interviewer doesn1t get around to asking you important questions$ pose them yourself ;diplomatically< and answer them. 2on1t leave the meeting without getting your own questions answered so that you have a clear idea of what you would be getting yourself into. &f possible$ try to get further interviews$ especially with other key players. 'now the question behind the question. Bltimately$ every question boils down to$ >.hy should we hire you/> Be sure you answer that completely. &f there is a question about your meeting deadlines$ consider whether the interviewer is probing delicately about your personal life$ careful not to ask you whether your family responsibilities will interfere with your work. -ind away to address fears if you sense they are present. -ollow up with an effective >thank you> letter. 2on1t write this letter lightly. &t is another opportunity to market yourself. -ind some areas discussed in the meeting and e(pand upon them in your letter. .riting a letter after a meeting is a very minimum. "tanding out among the other candidates will occur if you thoughtfully consider this follow up letter as an additional interview in which you get to do all the talking. 6ropose useful ideas that demonstrate your added value to the team. ,onsider the interviewer1s agenda. :uch is on the shoulders of the interviewer. 0e or she has the responsibility of hiring the right candidate. Your ability to do the !ob will need to be !ustified. >)re there additional pluses here/> >.ill this person fit the culture of this organi%ation/> These as well as other questions will be heavily on the interviewer1s mind. -ind ways to demonstrate your qualities above and beyond !ust doing the !ob. *(pect to answer the question$ >Tell me about yourself.> This is a pet question of prepared and even unprepared interviewers. *verything you include should answer the question$ >.hy should we hire you/> ,arefully prepare your answer to include e(amples of achievements from your work life that closely match the elements of the !ob before you. 4bviously$ you1ll want to know as much about the !ob description as you can before you respond to the question. .atch those nonverbal clues. *(perts estimate that words e(press only 9DE to 9FE of what people actually communicate; facial e(pressions and body movements and actions convey the rest. :ake and keep eye contact. .alk and sit with a confident air. Lean toward an

interviewer to show interest and enthusiasm. "peak with a well modulated voice that supports appropriate e(citement for the opportunity before you.

Be smart about money questions. 2on1t fall into the trap of telling the interviewer your financial e(pectations. You may be asking for too little or too much money and in each case ruin your chances of being offered the !ob. &nstead$ ask what salary range the !ob falls in. )ttempt to postpone a money discussion until you have a better understanding of the scope of responsibilities of the !ob. 2on1t hang out your dirty laundry. Be careful not to bare your soul and tell tales that are inappropriate or beyond the scope of the interview. "tate your previous e(perience in the most positive terms. *ven if you disagreed with a former employer$ e(press your enthusiasm for earlier situations as much as you can. .henever you speak negatively about another person or situation in which you were directly involved$ you run the risk ;early in the relationship< of appearing like a troubled person who may have difficulty working with others.